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Chapter5
TestingandSelectingEmployeesLecturer:
Dr.LiuBoyiTeachingAims5-1Selecting5-1-1Definition5-1-2SelectionMethodStandards5-2TheSelectionProcess5-3Selectingmethods5-3-1ResumeandApplicationform5-3-2Interview5-3-3PsychologicalTesting5-3-4ManagementAssessmentCenters5-4ValidationandReliability5-4-2Reliability5-4-1ValidationofSelectionProceduresCase1:ANewPlantWhentheysetuptheirfirm’snewvehicleplant
inAlabama,DaimlerChrysler(戴米勒.克莱斯勒)executivesknewemployeescreening(筛选)wouldbecrucial.Mercedes(梅塞德斯)wasknowntheworldoverforitsstrategyofbuildingperhapstheworld’shighest-qualitycars.ButthatmeanttheAmericanshiredforthenewplantwouldneedtheskills,intelligence,andqualityorientationrequiredtofulfillMercede’squalitycommitment.Employeetestingandselectionwouldbecrucial.Case2:TheExperienceofLiHong
李宏从某名牌大学MBA毕业后,到一家跨国公司应聘MarketingManager。他经历了如下过程:
“我一到公司就有一位热情的小姐友好的将我引到一间有圆形会议桌的房间,其他应聘者围坐在桌子周围。不久就有外籍人士和中方代表入场,在简短的自我介绍后,我们被要求共同将一盒积木设计成一个公园。一小时后,公园建好,他们对公园问了几个问题后,要求我们完成一些心理测验。午饭后,我单独参加一项面试,在一间小房间,考官假定我为公司的代理总经理,要求我处理大量文件,在处理过程中,有一个客人闯进来,并向我询问了几个有关公司的问题,将他送走之后,我才安静的处理文件,即将处理完的时候,我接到通知说十分钟后要作为总经理候选人发表演讲,我必须根据这些文件内容准备5分钟的演讲。在完成所有这一切后,我的面试结束了。”5-1Selecting5-1-1SelectionPrerequisite*JobanalysesHumanresourceplanningRecruitingtheprocessofchoosingfromamongavailableapplicantstheindividualswhoaremostlikelytosuccessfullyperformajob.KeyNotes:Standards(选拔标准认知):能力<岗位需求:低绩效能力>岗位需求:低动机能力=岗位需求:匹配Principles(选拔原则):能力顺应原则:入门能力能力互补原则:适应能力能力发展原则:发展能力5-1-2SelectionMethodStandardsforEvaluationPurposesReliability(信度)Validity(效度)Generalizability(普遍适用性)Utility(效用)Legality(合法性)McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(1)ReliabilityReliabilityisthedegreetowhichameasure(ofphysicalorcognitiveabilities,ortraits)isfreefromrandomerror(一种测试手段不受随机误差干扰的程度).
Thecorrelationcoefficient(相关系数)
isameasureofthedegreetowhichtwosetsofnumbersarerelated.
Aperfectpositiverelationshipequals+1.0Aperfectnegativerelationshipequals-1.0Knowinghowscoresonthemeasureatonetimerelatetoscoresonthesamemeasureatanothertimereferstoretestreliability(再测信度).McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(2)ValidityDefinition:McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.theextenttowhichperformanceonthemeasureisassociatedwithperformanceonthejob.(一个人在某种测试中所得到的测试结果与其实际工作绩效之间的相关程度)RelationshipbetweenJobAnalysisandValidityCriterion-relatedvalidation(效标关联效度)isdemonstratedbyacorrelationcoefficientthatindicatesasignificantrelationshipbetweenscoresontheselectionmeasureandjobperformancescores.Thetypesinclude:Predictivevalidation(预测效度)Concurrentvalidation(同步效度)Contentvalidation(内容效度)PredictiveValidityidentifyingapredictor,administeringittotheentirepoolofjobapplicants,andthenhiringpeoplewithoutregardtotheirtestrecords.Testscoresarelatercorrelatedwithjobperformancetomeasurepredictivevalidity.PredictiveValidationProcessConcurrentValidityinvolvesidentifyingacriterionpredictor,suchasatest,administeringthetesttopresentemployeesandcorrelatingthetestscoreswiththeirperformance.ConcurrentValidationProcessCriterion-RelatedValidityPredictive
ConcurrentTIME TIMETestApplicantsMeasurePerformanceofthoseHiredMeasuretheirPerformanceTestExistingEmployeesMcGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.ContentValidationContentvalidationisperformedbydemonstratingthattheitems,questions,orproblemsposedbythetestarearepresentativesampleofthekindsofsituationsorproblemsthatoccuronthejob.BestforsmallsamplesContentvalidityisachievedprimarilythroughaprocessofexpertjudgement.McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(3)GeneralizabilityGeneralizability
isthedegreetowhichthevalidityofaselectionmethodestablishedinonecontextextendstoothercontextssuchasdifferentsituations,differentsamplesofpeople,anddifferenttimeperiods(在某种背景下所确定的某种甄选方法的效度同样适用于其他一些情况的程度).Threecontextsinclude:differentsituationsdifferentsamplesofpeopledifferenttimeperiodsMcGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(4)UtilityUtility
isthedegreetowhichtheinformationprovidedbyselectiontechniquesenhancestheeffectivenessofselectingpersonnelinorganizations(甄选方法所提供的信息对于强化企业的基本有效性所起到的作用大小)Itisimpactedbyreliability,validity,andgeneralizability.McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(5)LegalityAllselectionmethodsmustconformto(遵照)existinglawsandlegalprecedents(司法判例).InUSA,threeactshaveformedthebasisforamajorityofthesuitsfiledbyjobapplicants:CivilRightsActof1964and1991
《民权法案》AgeDiscriminationinEmploymentActof1967《就业年龄歧视法》AmericanswithDisabilitiesActof1991《美国残疾人法》McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.InChina,specialattentionshouldbepaidto:(1)在招聘广告和招聘活动中,除国家规定的特殊工种外,不能因不同的性别、民族、种族和宗教信仰而设定不同的要求。(2)对招用人员年龄的审核要特别严格,不满16周岁的一律不用。因此,要对招用人员提供的身份证明认真核实,避免应聘人员弄虚作假,避免企业因不知情而非法使用童工遭受损失。特别要注意的是,企业发现招用了不满16周岁的员工时,要立即解除劳动合同,并且不要推荐给其他用人单位。我国法律规定,给未满16周岁的少年、儿童介绍工作的要受到处罚。5-2TheSelectionProcess
ApplicationFormPreliminaryInterviewFormalTestingSecondorFollow-upInterviewReferenceCheckingPhysicalExaminationMakingtheFinalSelectionDecisionAptitudeTestsPsychomotorTestsJobKnowledgeTestsProficiencyTestsInterestTestsPersonalityTestsCognitiveAbilityTestsPolygraphTestsGraphologyTestsDrugandAIDSTestingGeneticTestingSelectingprocess
接见候选人:身体检查:初步筛选:申请表和面试初步面谈:面试类型甄选决策背景和推荐核查:学历、经历等录用:测试:各种测试深入面谈:5-3SelectingMethodsResumeApplicationFormInterviewPsychologicalTesting(includingCognitiveAbilityTests)PsychomotorTests运动能力测试
(i.e.physicalabilitytests)JobKnowledgeTestsManagementAssessmentCentersBackgroundInvestigationsReferenceChecks(推荐资料核查)PolygraphTests(honestytesting)测谎仪Graphology笔记分析DrugScreening药物测试GeneticTesting基因测试InteresttestPersonalitytestIntelligencetestAptitudetests(能力倾向测试)筛选申请表:EEOCRequirementsProcessingAccuracyofInformationApplicantFlowRecord筛选简历:分析简历结构重点看客观内容判断是否符合标准审查简历的逻辑性对简历的整体印象5-3-1ResumeandApplicationform关注与职业相关的内容注明可疑之处核查求职者上次离职原因研究求职者职业经历评价求职者教育背景筛选作用:确定候选人是否符合工作所需的最低资格要求(学历、专业、年龄)帮助判断求职者是否具备相关经验(资历、经验)对求职者潜在问题发出警示(流动性、空白栏、拒答)5-3-2InterviewAselectioninterviewisdefinedasadialogueinitiatedbyoneormorepersonstogatherinformationandevaluatethequalificationsofanapplicantforemployment.Theutility
ofaninterviewcanbeincreasedbythefollowingsuggestions:Interviewsshouldbestructured,standardized,andfocusedongoalsorientedtoskillsandbehaviorsthatareobservable.Askquestionsthatforcetheapplicanttodisplayjob-requiredbehaviorsorknowledge.Usemultiple,trainedinterviewerswhocanavoidpersonalbias(偏见).McGraw-Hill/Irwin©2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.TypesofInterviewsStructured(结构化):usespredeterminedoutlineUnstructured(非结构化):usesopen-endedquestionsStress(压力):putstheapplicantunderpressure(压力面试即指情境面试)Boardorpanel(委员会或小组):twoormoreinterviewersGroup(团体):twoormoreintervieweesStructuredInterview(结构化面试):
questionsarespecifiedinadvanceandtheresponsesmayberatedforappropriatenessofcontent(预先设定答案内容).
Structuredinterviewsaregenerallymorevalid(有效).Helpinexperiencedinterviewers(主持面谈者)toaskquestionsandconductusefulinterviews.Butitdon’talwaysleavetheflexibility(灵活性)
topursuepointsofinterestastheydevelop.Interviewerasksquestionsastheycometomind(随机),nosetformattofollow(没有特定次序).Panelinterview(小组面试):candidateisinterviewedsimultaneouslybyagroup(orpanel)ofinterviewers(一组面试者).Groupinterview(集体面试):
severalpersonsinterviewtheapplicantinsequence(顺次面试)beforeaselectiondecisionismade.Situationalinterviews情境面试questionsfocusonthecandidate’sabilitytoprojectwhathisorherbehaviorwouldbeinagivensituation
Acustomercomesinangryandupset.Howwouldyouhandlethissituation?Adeadlineforaprojectisnearanditlookslikeyouwon’tmeetthedeadline.Howwouldyouhandlethis?Basedonyourpastworkexperience,whatisthemostsignificantactionyouhaveevertakentohelpoutaco-worker?Canyouprovideanexampleofaspecificinstancewhereyoudevelopedasalespresentationthatwashighlyeffective?Behavioralinterview(行为面试)Applicantswereaskedhowtheybehavedinthepastinsomesituation.Describeatimewhenyouwerefacedwithastressfulsituationthatdemonstratedyourcopingskills.GivemeaspecificexampleofatimewhenyouhadtoconformtoapolicywithwhichyoudidnotagreeSupposeaco-workerwasnotfollowingstandardworkprocedures.Theco-workerwasmoreexperiencedthanyouandclaimedthenewprocedurewasbetter.Wouldyouusethenewprocedure?Supposeyouweregivingasalespresentationandadifficulttechnicalquestionarosethatyoucouldnotanswer.Whatwouldyoudo?BackgroundQuestions:Whatworkexperiences,training,orotherqualificationsdoyouhaveforworkinginateamworkenvironment?Whatexperiencehaveyouhadwithdirectpoint-of-purchasesales?JobKnowledgeQuestions:Whatstepswouldyoufollowtoconductabrainstormingsession头脑风暴会议withagroupofemployeesonsafety?Whatfactorsshouldyouconsiderwhendevelopingatelevisionadvertisingcampaign?ProblemsinConductingInterviewsHaloeffect晕轮效应/光圈效应Overgeneralizing概括化SnapJudgments轻率判断(首因效应/尾因效应)
NegativeEmphasis片面关注负面信息MisunderstandingtheJob不了解空缺岗位工作性质PressuretoHire招聘压力过大
CandidateOrder(Contrast)Error申请者对比效应
InfluenceofNonverbalBehavior非语言行为的影响TooMuch/TooLittleTalkingLackofvalidityandreliability缺少信度与效度Legalrestrictions法律限制Conductingeffectiveinterviews:Traininterviewers培训面试者Planahead事先计划Puttheapplicantatease使申请人轻松Factsobtainedshouldberecordedimmediatelyafterinterview及时记录面试反应Effectivenessofinterviewingprocessshouldbeevaluated评价面试有效性5-3-3PsychologicalTestingEmployersuseteststomeasureawiderangeofcandidateattributes,includingcognitive(mental)abilities,motorandphysicalabilities,personalityandinterests,andachievement.Psychologicaltesting:在控制的情景下,向应试者提供一组标准化的刺激,以所引起的反应作为代表行为的样本,从而对其个人行为作出评价。心理测验是在标准情况下取出个人行为来进行分析和描述,运用测量手段描述和刻画个人行为和个体差异的过程。心理测验不是测量整个人,而是人的某些特性。PsychologicalTestingIntelligencetests(智力测验),suchasIQtests,aretestsofgeneralintellectualabilitiesincludingmemory,vocabulary,verbalfluency,andnumericabilityPersonalitytests(人格测验),Personalityandinterestsinventoriesareusedaspredictorsofmotivationandinterpersonalskills.Personalitytestsmeasurebasicaspectsofanapplicant’spersonality.studiesconfirmthatpersonalitytestscanhelpcompanieshiremoreeffectiveworkersInterestinventories(兴趣问卷)
compareone’sinterestswiththoseofpeopleinvariousoccupationsAchievementTests(成就测验)areameasureofwhatapersonhaslearnedPsychologicalTesting言语分量表1.常识2.类同3.算术4.词汇5.理解6.数字广度例:太阳从哪里升起?例:苹果和香蕉的共同之处?例:买米1.8元/斤,10元可买多少?剩多少钱?例:伞是什么意思?什么是伞?例:检到一封信,怎么办?例:85148237韦氏智力量表的构成和内容AptitudetestsandPsychomotortests
TestsofMotorandPhysicalAbilities:measurefingerdexterity(灵巧),strength,manual(手的)dexterity,andreactiontime
PurduePegboard(小顶板)TestHandToolDexterity(熟练)
TestPersonalitytests—particularlytheprojectivetypearethemostdifficulttoevaluateanduse意志力测试量表具有坚强意志和顽强毅力是事业成功的重要心理条件。纵观古今,那些具有辉煌人生记录的人都具有超常的意志力。在竞争激烈、变化万千的今天,具有优秀的意志品质显得尤其重要。你的意志力如何?做做下面的题目可以大体了解自己的意志力。试题共26道,每道试题有5种答案:A、完全符合B、比较符合C、有时符合D、不太符合E、完全不符合1.我每天都坚持跑步、打太极拳、做气功或散步等体育活动。2.我给自己订的计划,常常因为主观原因不能如期完成。3.如没有特殊原因,我每天都按时起床,从不睡懒觉。4.我的作息没有什么规律性,经常随自己的情绪和兴致而变化。5.我信奉“凡事不干则已,干必成”的格言,并身体力行。6.我认为做事情不必太认真,做得成就做,做不成拉倒。7.我做一件事的积极性,主要取决于这件事的重要性,即该不该做,而不在于这件事的兴趣,即不在于想不想做。8.晚间我躺在床上,有时下决心第二天要干一件重要事情,但到第二天这种劲头又消失了。9.当学习和娱乐发生冲突时,即使这种娱乐很有吸引力,我也会马上决定去学习。10.我常常因为读引人入胜的小说或看精彩电视而不能按时入睡。11.我下决心办成的事情,不论遇到什么困难,都坚持下去。12.在学习和工作中遇到困难,我先想到的是问问别人有什么办法。13.我能长时间做一件很需要而枯燥无味的工作。14.我的兴趣多变,做事情常常是“这山望着那山高”。15.我决定做一件事时,常常说干就干,决不拖拉或让它落空。16.我办事喜易怕难,爱拣容易的做,难的能拖就拖,能推则推17.对于别人的意见,我从不盲从,总喜欢分析、鉴别一下。18.凡是比我能干的人,我不太怀疑他的看法。19.遇事我喜欢自己拿主意,当然也不排斥听取别人的建议。20.遇到复杂的情况,我常常举棋不定,许久不能做出决断。21.我喜欢做从来没做过的事情,不怕一个人独立负责重要工作。22.我生性胆怯,没有十二分把握的事情,我从来不敢去做。23.我和同事、朋友、家人相处很有克制力,从不无故乱发脾气。24.在和别人争吵时,总爱说一些过头话,甚至大吵大闹;尽管事后感到后悔,但事头上总也忍不住。25.我深信“有志者事竟成”的信条。26.我相信机遇,我认为机遇的作用超过个人的努力。《意志力测试量表》评分办法序号为单数的题目,A、B、C、D、E依次为5、4、3、2、1分序号为双数的题目,A、B、C、D、E依次为1、2、3、4、5分将各题得分加起来,用总分对照下面的标准,就可知道自己的意志力情况了。110分以上,意志很坚强;91分—110分,意志比较坚强;71分—90分,意志一般;51分—70分,意志比较薄弱;50分以下,意志很薄弱。5-3-4Work-sampleTestsWorksampletechniqueisatestingmethodbasedonmeasuringperformanceonactualbasicjobtask.Advantageshardlytofakeanswer难以伪装
Morerelevanttothejob与工作高度相关Notforprivacy真实Moreeffect有效5-3-5ManagementAssessmentCenters
Asituationinwhichmanagementcandidatestaketests(areasked)tomakedecisionsinsimulatedsituationsandarescoredontheirperformance.Laststwoorthreedaysandinvolves10to12managementcandidatesperformingrealisticmanagementtasksundertheobservationofexpertappraisers;eachcandidate’smanagementpotentialistherebyassessedorappraised.Canbeexpensivetooperate.ManagementAssessmentCentersThein-basket(文件筐):Thecandidateisfacedwithanaccumulationofreports,memos,notesofincomingphonecalls,letters,andothermaterials.Theleaderlessgroupdiscussion(无领导小组讨论):Aleaderlessgroupisgivenadiscussionquestionandtoldtoarriveatagroupdecision.Theratersthenevaluateeachgroupmember’sinterpersonalskills,acceptancebythegroup(群体支持度),leadershipability,andindividualinfluence.Individualpresentations(个人演讲):Aparticipant’scommunicationskills(沟通技能)andpersuasiveness(说服力)areevaluatedbyhavingthepersonmakeanoralpresentationonanassignedtopic(特定主题)。ManagementAssessmentCenters目标内容:语言表达测试(演讲/沟通/介绍/说服)组织能力测试(会议主持/部门协调/团队管理)事务处理能力测试(公文处理/冲突处理/行政工作处理)观
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